Determining Job Classification

The Compensation Unit of Human Resources is responsible for evaluating and classifying the duties and responsibilities of every employee's position. The following information will guide you through the classification system and procedures at UCSB.

Use the index below to navigate throughout this page

There are two main categories of classifications at UCSB and a few sub categories. All non-academic staff employees are either REPRESENTED or NON-REPRESENTED. To be represented means to be covered by a collective bargaining unit contract of policies and procedures (also commonly referred to as a union) and to be unrepresented means to be covered only by the policies and procedures of the university (also known as the Personnel Policies for Staff Employees (PPSM)). The following chart illustrates these two main categories and the kinds of positions included in each category.

Who Determines Classification?

Since supervisors and managers assign the work and determine the need for organizational changes and job restructuring, they are the ones who determine the general type of classification that a job will have. The role of the compensation analyst is to determine the specific classification series and proper level within that series once a job has been defined by the employing department. A job classification is assigned by the classification analyst based on the majority of duties and responsibilities in a given job.

Classification is based only on job assignments, not on the incumbent’s skill, knowledge, ability, or performance. Individual performance should be recognized through the merit system. A compensation analyst will consult with the supervisors and managers who want to reassign work in order to change a classification or insure that staff will not be working “out of class” Program growth or cutbacks, new technology, loss of revenue, management prerogatives, and departmental reorganizations are some of the many factors that affect how a department is organized and how positions are classified.

Classification reviews may be requested by the department head, the supervisor, or, in some cases, the employee*. Positions are also reviewed when they are:

1. being recruited
2. submitted for special review
3. included in a survey of related jobs, or
4. when there is a change in the series concept.

*Employees should make a reasonable effort to work with their supervisor on getting their position reviewed. If they are unsuccessful at working with their supervisor, they are advised to contact the Compensation Analyst for their area to discuss next steps.

Back to Top

Common Tools/Methods of Analysis

The Compensation Analysts at UCSB use a blended variety of methods and tools to evaluate and determine the value and level of jobs at the University.

Job Evaluation Methods:

• Whole Job Comparisons — Job descriptions are slotted into grades/levels in a hierarchy by comparing the whole job with a series definition (Series Concepts) and selecting the level that provides the best fit. It is based on an initial definition of the number and characteristics of the grades/levels into which jobs will be placed. The grade/level definitions refer to such job characteristics as skill, decision-making and responsibility, otherwise known as compensable factors.
• Job Ranking — Involves comparing whole jobs with one another and ranking them in order of perceived size or value to the organization.
• Internal Benchmarking —This involves comparing the job under review with any internal job that is believed to be properly classified and paid.
• Market Pricing — Directly pricing jobs based on job-to-job matching with external salary surveys, whether published or ad-hoc. Rates of pay are aligned with market rates, ensuring that pay is competitive.
• Point Factor Analysis — This involved using specific compensable factors to evaluate relative job worth and places weights, or points on them. Factors reflect the dimensions along which jobs are perceived to add value to the organization.

Job Evaluation Tools:

Questionnaires — Questionnaires are used for the evaluation of some jobs in series such as SAO, CNT, and Analyst. These questionnaires are designed to obtain more detailed information about the duties and responsibilities of a position.

On-site Desk Reviews (a.k.a. Desk Audits) — On-site desk reviews are in-person interviews of an incumbent in a position by the Compensation Analyst. They are conducted for the purpose of obtaining more detailed information about the duties and responsibilities of a position.

Organizational Charts — Detailed organizational charts are a helpful tool when analyzing how a position relates to the organization as a whole.

Studies by Title — Occasionally, entire series of jobs will fall out of alignment with other positions of similar responsibility or with like positions in the market, necessitating a full study of the positions within that title.

Back to Top

Supervisory Designation

Supervision of the appropriate number of full-time, career employees (FTE) is necessary to receive a Supervisory designation. Supervision of limited appointment positions, employees on contract and student employees does not qualify a position for a supervisory designation. Since a supervisory designation may remove a position from collective bargaining units, Human Resources (HR) closely monitors the designation to make sure we are in compliance with HEERA (Higher Education Employer/Employee Relations Act).

What criteria does HR use when giving an employee a “Supervisory” designation?
HEERA provides criteria describing when a “Supervisory” designation may be used. HEERA requires consideration of the following:

1. Number of FTE’s being supervised
2. Number of “Supervisory Functions” performed
3. Appropriate level of authority for decision-making
4. Duration of the supervisory assignment (i.e., it can not be a short-term assignment)
5. Type of work done by the potential supervisor (i.e., the work must be predominately different than those being supervised)

How many FTE need to be supervised to warrant a “Supervisory” designation?
The appropriate number of FTE that an employee must supervise is considered in conjunction with the entire HEERA Supervisory criteria listed above. Supervision of at least two (2) career employees (totalling 2.0 FTE or more) serves as a baseline requirement. 

How many Supervisory Functions need to be performed for a “Supervisory” designation?
Again, the Supervisory Functions are considered in conjunction with the entire HEERA Supervisory criteria listed above. HEERA defines six supervisory functions, at least three (preferably four) of which must be performed fully and independently to qualify for the supervisory designation:

1. Hiring
2. Performance Evaluations
3. Reclassification/Promotion
4. Discipline/Discharge
5. Complaint/Grievance Resolutions
6. Work Assignments

What is the process for designating an employee as a “Supervisor” according to HEERA?
Before approving a “Supervisory” designation, HR reviews the job description and may discuss the content and nature of supervisory work with the department. The department can begin this review by submitting a revised job description on-line (with the supervisory tasks described) and/or talking with their Compensation Analyst.

How does the department record the Supervisory designation?
If the Supervisory designation is approved, HR will assign a supervisory ERC (Employee Relations Code) code and input it on the on-line job description. When the approval email is sent to the department, the PPS preparer should input this ERC code into UCPath.

Back to Top

Confidentiality Designation

Some positions at the university are considered to be “confidential” and are therefore not eligible to be covered by a collective bargaining unit. If an employee meets the definition of “confidential,” then they are assigned a confidential ERC (Employee Relations Code) code by a Compensation Analyst. According to HEERA (Higher Education Employer/Employee Relations Act), employees must meet the following definition before being assigned a “confidential” ERC code:

Definition: An employee is confidential if he or she…

1. is required to develop or present management positions for collective bargaining, or
2. has duties that normally require access to information which contributes significantly to the development of management positions for collective bargaining.

Having access to other kinds of “confidential” information, such as personal employee data, personnel records, performance evaluations, payroll data, research discoveries, or other information that needs to be kept confidential for management or business purposes is not considered “confidential” for the purposes of designating a position as “confidential” with a specific ERC code.

Typically, employees with confidential ERC codes are found in departments such as Human Resources, Academic Personnel, Chancellor’s Office, and the head offices for Vice Chancellors, Deans and Provosts. Not all employees in these offices should have a confidential ERC code, however. Only those employees that meet the above definition will be designated as “confidential.”

Back to Top

Employee Relations Code (ERC)

Every employee is assigned an ERC (Employee Relations Code) code by a Compensation Analyst upon having their job description classified. The chart below defines each ERC code. Note: if an employee meets more than one ERC code criteria, one code may take priority over the other. For example, if an employee lives and works out of state, they qualify for the ERC "G", unless they are supervisory, managerial, or confidential (as defined below). The managerial, supervisory and/or confidential ERCs would take priority over the out-of-state ERC.

Back to Top